Bertrand Duperrin's Library tagged complexity →  View Popular, Search in Google

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

organization coordination dunbar scale scalability context teams management structure organizationaldesign lean interfaces autonomy SOA complexity networks socialnetworks enterprise2.0 socialbusiness podularity

"An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. “CEOs told us they operate in a world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” "

management adaptability unpredictability complexity organizationaldesign organization creativity innovation services serviceeconomy

"Près de trois DSI sur quatre (72%) se disent d’accord ou tout à fait d’accord avec la crainte que leurs directions des entreprises considèrent le Cloud comme un moyen de se passer de leurs services. C’est ce que révèle une enquête réalisée par le cabinet Forrester Research auprès architectes et administrateurs d’infrastructure d’entreprise aux Etats-Unis, en Europe et en Asie-Pacifique et commanditée par BMC Software. Pour 81 % des responsables interrogés, l’élaboration d’une stratégie Cloud globale doit être l’une des grandes priorités de l’année à venir "

cloud complexity IT security

"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"

lean enterprise2.0 socialbusiness strategy governance process culture taylor IT collaboration innovation complexity customer customerfeedback customerexperience

complexity service agility organization coupling composability autonomy servicecontract iterations programming casestudies wholefoodmarket

"I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR]."

lean agility knowledgeeconomy organization management leanmanagement taylorism complexity behavioralsciences education middlemanagement

"l est traditionnel de cataloguer Internet dans la catégorie des médias. Après la radio, la télévision, les journaux, voici maintenant Internet. Même le grand McLuhan a écrit, avec une vision extraordinaire: «Nous allons passer d'une civilisation de médias chauds et de spectateurs froids à une civilisation de médias froids et de spectateurs chauds.» Et ce à une époque où Internet n'existait que sur le papier. L'expression actuelle de «médias sociaux» ne fait que renforcer cette idée."

internet socialmedia interaction society interactionsociety web neutrality marketing massmarketing complexity knowledge

"Basically, brands and businesses need, as Brito suggests, to be aligned in order for the enterprise to be successful.

Complicating this need for alignment, unfortunately, is the complexity involved in aligning the processes, technologies, and governance practices associated with communication and collaboration. As Brito points out in his piece, the “siloing” we see in traditional organizations poses a challenge to such alignment."

alignment governance processes complexity brand

"Le social business ne concerne ni la technologie ni la culture d’entreprise. Il s’agit plutôt d’un changement socio-politique historique plus dense, plus large et bien plus fascinant.

Notre vision de la société, de la politique, des relations humaines, de la science, des gouvernements ainsi que des affaires change sont en train de changer. De nouvelles approches font surface. L’apprentissage et l’expression individuelle sont en plein boom. Les valeurs évoluent. Le leadership et l’économie également. Le changement lui-même se transforme : il s’accélère et devient la norme."

socialbusiness enterprise2.0 culrure technologie commandandcontrol complexity management hierarchy

"Dans un précédent billet, j'ai décrit quelques caractéristiques des projets complexes. J'aimerais revenir ici sur la question "que doit-on connaître d'un système pour pouvoir l'influencer dans la direction souhaitée", et pour cela je m'oserai à une nouvelle éloge de l'ignorance en management."

system knowledge complexity knowledgemanagement decisionmaking management chaostheory

"Pods – also known as self-directed work teams – have been around for more than 20 years. Pods are 30% to 50% more effective than their traditional counterparts. A survey of senior line managers offers some of the benefits derived from implementing self-directed teams:

Improved quality, productivity and service.
Greater flexibility.
Reduced operating costs.
Faster response to technological change.
Fewer, simpler job classifications.
Better response to workers’ values.
Increased employee commitment to the organization.
Ability to attract and retain the best people."

pod innovation podularity reward complexity interdependance modularity casestudies 3M amazon

strategy CEO leadership report study creativeleadership customerrelationship operatingdexterity operations complexity customers

"Have you ever noticed that organizations are great at creating controls and policies to prevent incidents that have already happened? Once the proverbial cow escapes the barn, they adeptly make sure it won't happen again by, say, authorizing only certain people to man the exit and constructing barn-door status reports.

While this kind of organizational response does indeed prevent the recurrence of the exact same negative instance (they won't lose the same cow in the same way again), the accumulation of these "reactive" controls often creates complexity, confusion, and unnecessary cost. Even worse, the new controls usually don't prevent future incidents of a different kind from occurring. "

control complexity

"En cela, le mouvement Open Source rejoint le credo déjà partagé par un grand nombre : nous quittons le monde de l’organisation hiérarchique – command and control - pour entrer dans un nouveau monde plus foisonnant, plus créatif, plus riche humainement. En cela aussi, le mouvement Open Source décline à sa manière les mots : participatif, collaboratif, 2 ou 3.0, communautés, crowdsourcing... "

opensource openenterprise collaboration complexity governance crowdsourcing communities inventiveness management control organization

Online work team environments do not and cannot have this level of complexity or work would not get done in the manner that those paying for it would like. The work may be complicated but there are rules, boundaries and processes. Work groups need managers who can direct activities in order to achieve goals. This type of work is collaborative.

workgroups communities rules collaboration cooperation complexity networks communitymanagement process

Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it's that old bugaboo, a lack of "leadership commitment." If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?

change transformation leadership complexity people ATKearney

But simplification is not the norm, and that's a problem. The world is complex enough without human actions making it more so. We have been paying a price for too much complexity, creating -- or allowing -- so much variety that it is hard to sort through it, and adding so many loops to the chain that no one feels personal responsibility for the whole system or even comprehends it fully.

complexity process streamline simplicity

Le mode de management devient du type "do & report", se rapproche de l’hyper-temps-réel des militaires (voir la guerre du Golfe)… définition des missions critiques et des domaines de validité des critères de réussite + autonomie des expertises + échanges multilatéraux engagés…

management complexity execution expertise humanresources

So, reducing the clutter of unnecessary or overly complicated structures, systems and procedures would certainly make organizations simpler. But the socially complex nature of the underlying dynamics of those organizations would remain

organization complexity selforganization control leadership management

An introduction into why complexity matters for 21st century organizations; some aspects of how we can deal with issues of complexity in organizational change:

complexity businessmodel organizationalchange organization change